One boardroom, one EVP, and one misunderstanding. A real C-level moment that revealed how employer branding impact can fail - and how leadership alignment can change everything.
It had been six months of intense research - management interviews, employee surveys, focus groups and workshops. After several iterations, the new Employer Value Proposition (EVP) was ready.
All of our work now came down to a single meeting: the C-level approval. Securing 45 minutes with the board had taken weeks of calendar juggling. We were told to keep it simple and get to the point.
After walking the board through the research — evidence that the work truly reflected employees’ day-to-day experience — we finally presented the EVP.
There was a long pause, and then came the rush of disjointed comments:
‘I’m not sure it really reflects what we sell... it seems we are forgetting about the customer here?’ -How about a tagline like ‘shape your career so you can go further?’
The issue was that the EVP was being evaluated through the wrong lens entirely. It was either being misunderstood as a customer marketing campaign or a hollow HR project searching for a tagline to put on their careers page.
Had they been educated throughout the journey earlier, the conversation would have been very different. An EVP is never intended as a message for customers - it's a promise to its employees - one that, when lived, enables performance and ultimately benefits the customer. But without that understanding locked in, we had to take a step back .
Two familiar challenges that block employer branding from reaching its potential
First, HR teams need a compelling case to secure investment in the first place. Particularly in today’s market, where budgets are scrutinised and hiring strategies are rapidly changing, employer branding needs to be clearly linked to business performance and not just attracting talent.
But, secondly - even if employer branding does get funded, too often, leadership do not fully understand what its intention is.
This is where many businesses unintentionally shoot themselves in the foot – because paying for the project is one thing, but understanding and supporting the purpose of it is something else.
If leaders are not educated, employer branding can easily be judged through the wrong lens – often a customer brand one – the work becomes diluted, the project loses impact, and the belief that it’s not worth the investment is confirmed. The cycle continues.
The good news is that the cycle can be broken - and when it is, employer branding can have a visible impact on business outcomes.
Employer branding enables performance when done right
It’s a familiar sight to see phrases like ‘people are our greatest asset’ on careers pages. While the sentiment and the intent are positive, it does very little for the people it’s supposed to serve. Beneath the surface of sounding great, employer branding should be answering the question - what does it really mean to work here - and how does that enable the person, and therefore the business, to perform?
For example, teams who have psychological safety achieve stronger collaboration and higher customer service scores - a tangible win-win for employees, leaders and customers.
This is not just theory - research shows that strong employer branding is directly linked to engagement, retention and productivity.
One 2025 European Study found that employee perceptions, clarity of communication and working conditions significantly improve engagement and retention.
Even beyond retention, employer branding correlates with higher performance and productivity. The 2025 McKinsey Health Institute Thriving Workplaces report shows that organisations investing in employee wellbeing outperform others across adaptation, resilience, and operational outcomes.
The impact on overall business performance is undeniable. So surely this deserves to be placed in the category of business strategy, not an HR afterthought?
The irony is that investing in a promise to employees that is true and credible will actually enable the business outcomes leaders care about most, just through a different path.
Where UP comes in
UP for People works with organisations at these points of friction. We help HR and leadership make a clear, evidence-based business case that connects people strategy with organisational performance and business growth. And, just as critically, we align and educate leaders throughout the process - not just at the final approval process.
We don’t manufacture culture or prescribe how organisations should work - culture belongs to the people inside the business. Our role is to help you understand it, articulate it honestly, and activate it in ways your people genuinely recognise and resonate with.
A final thought
When employer branding impact is lost due to misunderstandings, it can be frustrating. But breaking the cycle is possible: Show leaders the tangible impact of employer branding- get them invested, and then keep them on the path. After all, employer branding is a leadership responsibility — and a business advantage for organisations willing to treat it that way.